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Basés sur recherche-intervention conduite entre décembre 2019 et janvier 2022 avec l’entreprise suisse de Haute Horlogerie Audemars Piguet, les travaux investiguent les ressources de pilotage disponibles pour les industriels et managers qui souhaitent maîtriser l’impact de l’industrialisation 4.0 sur le patrimoine industriel de leur entreprise (compétences spécifiques et valeur de l’objet associée).Dans la continuité des travaux sur le rôle cognitif du patrimoine pour guider l’innovation, nous montrons d’abord qu’il existe trois axes d’innovation à impact sur le patrimoine, puis les dynamiques d’interactions entre acteurs sur le patrimoine industriel. Cela nous amène à proposer un dispositif conjuguant GRH industrielle, gouvernance responsable et stratégie d’innovation industrielle pour un pilotage actif des évolutions du patrimoine industriel en cas d’industrialisation. Les travaux permettent une discussion originale du rôle des compétences lorsque rassemblées dans un patrimoine, pour le paradigme émergent de l’industrie du futur.

The challenges of contemporary innovation – particularly in the health sector – call for a new transformation of organisations and, more broadly, of socio-technical systems. One lever for regenerating these organisations is the establishment of a regime of repeated and sustainable innovation. Through a unique case study, we explore the ability of proofs of concept (POC) to contribute to the development of collective design capabilities to support this regime. This case study is based on a design project entitled "rethinking medical emergency for elderly patients with loss of autonomy and patients with disability". It was carried out by the Research Chair in Philosophy at the Hospital and the design agency les Sismo, and financially supported by the French National Solidarity Fund for Autonomy (CNSA). Our analytical framework describing design-oriented organisational capacities has the virtue of outlining the plurality of forms that these collective design capacities can take, and of the actors who express and develop them thanks to the POC in a training-action type modality. The POC should be used as a "flash" method to validate value hypotheses, but also to develop and explore the organisational conditions (knowledge, skills, legitimacy, ...) that are missing to continue the collective design process, and thus initiate the regeneration of the organisation. Our study also underlines the methodological limits of POC in this mission, notably that of restricting the exploration to a few design alternatives, and moreover alternatives for which the experimental fields are already known and easily accessible. To identify and control the risk of fuelling a regime of "orphan innovation", we recommend that POC managers produce a Concept-Knowledge (C-K) design framework.; Les enjeux d’innovation contemporain – notamment dans le secteur de la santé – appellent à une transformation nouvelle des organisations, et plus largement des systèmes sociotechniques. Un levier de régénération de ces organisations est l’instauration d’un régime d’innovation répétée et durable. Au travers d’une étude de cas unique, nous explorons l’aptitude des preuves de concept (POC) à contribuer au développement de capacités de conception collective permettant de soutenir ce régime. Cette étude de cas s’appuie sur un projet de design intitulé « repenser les urgences pour les patients âgés en perte d’autonomie et en situation de handicap ». Il a été porté par la Chaire de philosophie à l’hôpital et l’agence de design les Sismo, et soutenu financièrement par la Caisse nationale de solidarité pour l’autonomie (CNSA). Notre cadre d’analyse décrivant des capacités organisationnelles orientées conception a la vertu d’esquisser la pluralité des formes que peuvent prendre ces capacités de conception collective, et des acteurs qui les expriment et les développent grâce au POC selon une modalité de type formation-action. Le POC doit être utilisé comme une méthode « éclair » pour valider des hypothèses de valeur, mais aussi pour développer et explorer les conditions organisationnelles (connaissances, compétences, légitimités, …) manquantes pour poursuivre le processus de conception collective, et donc amorcer la régénération de l’organisation. Notre étude souligne également les limites méthodologiques du POC dans cette mission, notamment celle de restreindre l’exploration à quelques alternatives de conception, qui plus est des alternatives pour lesquelles les terrains d’expérimentation sont déjà connus et faciles d’accès. Pour identifier et contrôler le risque d’alimenter ainsi un régime d’« innovation orpheline », nous recommandons aux managers de POC de réaliser un référentiel de conception Concept-Knowledge (C-K).

International audience; The paper studies the emergence of unknown domain of expertise in an established French technological firm with a strong organization of experts. The research is built on a quantitative and qualitative longitudinal research partnership with Renault (global car manufacturer). This research highlights 4 main results: Firstly, in the case of an industrial company like Renault, it took around 29 years to constitute the first domains of expertise, but since then, new domains have been formalized in just a decade. In the case of emergent domains of expertise, we do not yet know how long will be needed for them to be fully institutionalized. In this way (second result), external peer's community can acknowledge the expertise of a company, and not only of an expert. Thirdly, all the experts in industries are not strategic and exact & experimental scientific or technical expert, they can also be experts in social sciences, and strategic for the other experts instead of just for the company. Finally, research collaborations are a way to create and reinforce a domain of expertise, both for an expert and for the company.

International audience; The paper studies the institutionalization of a new domain of expertise dedicated to the exploration of the unknown in two established French technological firms with strong organizations of experts. The research is built in a comparative qualitative longitudinal research partnership with Renault (global car manufacturer) and SNCF (national railway company). This research highlights 4 main results: firstly, experts of radical innovation management are experts at managing the unknown in industrial contexts and breakthrough innovation strategic issues, wielding tools, and methods for breakthrough exploration. Secondly, experts of the exploration of the unknown support the other experts to explore the unknown. In this way (third result) this domain emergence highlights a new kind of interaction between innovation and expertise that (last result) cements breakthrough exploration capability as a strategic field.

International audience; Les urgences hospitalières françaises sont sous tension alors qu’elles “ont jusqu’ici fait la preuve d’une forte résilience face à l’accumulation des difficultés” (Cohen et al., 2017) étroitement liées au vieillissement de la population. Dans ce contexte, la Chaire de philosophie à l’hôpital et l’agence de design les Sismo ont soumis une proposition fin 2018 à l’appel à projet de la Caisse Nationale de Solidarité pour l’Autonomie intitulé “Design social : handicap et perte d’autonomie”. Le projet retenu a pour ambition de s’intéresser à la manière dont le design peut apporter du soin (au sens de care) aux urgences (institution du cure par excellence) dans le cadre d’un proof of care ©.Suivant la même approche que Lenay et al. (2019), nous nous intéressons à la double question du soin apporté (1) par les artefacts mis à l’épreuve lors de l’expérimentation (POC) et (2) par la démarche de conception. Pour répondre à ces questions, nous nous appuyons sur la vulnérabilité et les capacités, deux notions clés de l’éthique du care (Nussbaum, 2007 ; Sen, 2010; Tronto et Maury, 2009).Cette étude nous apprend que : (1) les artefacts en situation d’usage permettent de réduire la vulnérabilité des individus en développant leurs capacités et révèlent des formes de vulnérabilités nouvelles, (2) la démarche de construction d’artefact permet de développer les capacités cognitives et sociales des collectifs et provoquer des effets de re-théorisation de l’éthique du care et du design.

International audience

International audience; Une recherche intervention conduite lors de la première vague de l’épidémie de Covid19 a permis de montrer que la mise en œuvre de la théorie de la conception dans des situations de gestion de crise permet de faire émerger des formes opérationnelles inédites. L’article montre comment un acteur collectif doté d’une rationalité inventive constitue une « war room créative et activatrice » capable de soutenir, articuler voire initier les forces créatives sinon dispersées. Cette forme de gestion de crise est notamment comparée aux cellules de commandement classiquement décrites dans la littérature.

International audience; Pendant la pandémie de la Covid-19, de nombreux produits de santé se sont trouvés en tension voire en pénurie. Dans cet article, nous examinons comment la preuve de concept (POC) peut soutenir la conception d’une résilience organisationnelle proactive et réactive. Une double étude de cas – celle de la pénurie des pousse-seringues électriques et celle des dispositifs d’aide respiratoire –, montre que les POC, en tant qu’outils d’apprentissage collectif sur le connu mais aussi l’inconnu, permettent aux organisations de santé de développer des capacités de résilience. Ainsi, menées de manière proactive, les POC permettent d’organiser l’exploration collective dans l’inconnu et aider à révéler cet inconnu, tandis que de manière réactive, les POC permettent de fédérer les acteurs et leurs initiatives autour d’une action collective et réduire rapidement les “inconnus résiduels”.

International audience; Even though proof-of-concept (POC) has become a common practice of organizations in decision-making, and internal and external coordination processes, the literature on strategic management has so far little taken on the subject. In this paper, we looked at the following questions: Where does the concept of ‘proof-of-concept’ come from and how has it evolved over time? How does ‘proof-of-concept’ relate to a peculiar category of proof? To answer these questions, we first conducted a historical perspective of the genesis of the concept, namely in the U.S. aerospace and aeronautical ecosystem. Then, we conducted an analytical study of the transfer of the notion in the ecosystems of biomedical, public research, new product development / innovation / entrepreneurship and finally information technologies. This paper showed that the term, which was born in the 1960s, gradually met with success in contexts where new actors had to be brought into the previously highly integrated design value chain, and this often upstream. In this sense, POC, as proof of validation and exploration, appears to be a particularly useful tool for ‘buyers’ and ‘sellers’ in processes with an exploratory dimension.; En dépit du fait que la preuve de concept ou POC soit devenue une pratique courante des organisations dans les processus de prise de décision et de coordination internes et externes, la littérature en management stratégique s'est jusqu'à présent peu emparée du sujet. Dans ce papier, nous nous sommes intéressés aux questions suivantes : D'où vient la notion de POC et comment a-t-elle évoluée au fil du temps ? En quoi le POC constitue une catégorie particulière de preuve ? Pour répondre à ces questions, nous avons d'abord réalisé une étude historique de la genèse du concept, à savoir dans l'écosystème aérospatial et aéronautique américain. Puis, nous avons mené une étude analytique du transfert de la notion dans les écosystèmes du biomédical, de la recherche publique, du développement de nouveaux produits / de l'innovation / de entrepreneuriat et enfin des technologies de l'information. Ce papier a permis de montrer que le terme, qui est né dans les années 1960, a progressivement rencontré un succès dans les contextes où il a fallu faire entrer de nouveaux acteurs dans la chaîne de valeur de la conception qui était jusqu'alors très intégrée, et ce souvent par l'amont. En ce sens, le POC, en tant preuve de validation et d'exploration, semble être un outil particulièrement utile aux « acheteurs » et aux « vendeurs » dans des processus avec une dimension exploratoire.

International audience; Although there has been an increasing use of 'proof-of-concept' in practice, the literature is highly poor on the subject. We investigate a basic research question: what does proof-of-concept really do? We perform an historical study and a case study of PoC practices of a French design studio 'The Sismo'. Generativity and robustness allow us to compare PoC practices related to TRLs, medicine, security, start-up, and design. The study clarifies the polysemous practices to help stakeholders to know why and how PoC is a design tool to establish and sustain collaborative exploratory communities.; Bien qu'il y ait eu une utilisation croissante de la preuve de concept dans les pratiques, la littérature est très pauvre sur le sujet. Nous étudions une question de recherche fondamentale : que fait réellement la preuve de concept ? Nous réalisons une étude historique et une étude de cas des pratiques de preuve de concept d'un studio de design français «les Sismo». La générativité et la robustesse nous permettent de comparer les pratiques de preuve de concept liées aux TRL, à la médecine, à la sécurité, aux start-ups et à la conception. L'étude clarifie les pratiques polysémiques pour aider les parties prenantes à savoir pourquoi et comment la preuve de concept est un outil de conception pour établir et maintenir des communautés exploratoires collaboratives.

International audience; Although there has been an increasing use of 'proof-of-concept' in practice, the literature is highly poor on the subject. We investigate a basic research question: what does proof-of-concept really do? We perform an historical study and a case study of PoC practices of a French design studio 'The Sismo'. Generativity and robustness allow us to compare PoC practices related to TRLs, medicine, security, start-up, and design. The study clarifies the polysemous practices to help stakeholders to know why and how PoC is a design tool to establish and sustain collaborative exploratory communities.; Bien qu'il y ait eu une utilisation croissante de la preuve de concept dans les pratiques, la littérature est très pauvre sur le sujet. Nous étudions une question de recherche fondamentale : que fait réellement la preuve de concept ? Nous réalisons une étude historique et une étude de cas des pratiques de preuve de concept d'un studio de design français «les Sismo». La générativité et la robustesse nous permettent de comparer les pratiques de preuve de concept liées aux TRL, à la médecine, à la sécurité, aux start-ups et à la conception. L'étude clarifie les pratiques polysémiques pour aider les parties prenantes à savoir pourquoi et comment la preuve de concept est un outil de conception pour établir et maintenir des communautés exploratoires collaboratives.

International audience; The aim of the paper is to investigate whether Proofs-of-concept (PoCs) are generative in both cognitive and social aspects and what are the methods to reach this potential generativity. This study contributes to the literature of four fields: proof-of-concept, innovation ecosystems, innovation management and NPD, and management in general. In this paper, we adopted a theory-building approach based on a multiple-case study with embedded units of analysis which was allowed by the intervention research at Sismo, a French design studio internationally recognised for its PoC expertise. The main results of this study is that (1) Sismo performs PoCs that are certainly 'validation' but which also carry double generativity and (2) the generativity on the organisation is rather stronger than on the object. Their action-learning method is geared to this end, namely to maximise learning especially organisational learning, put the 'buyers of the PoC' in action, push them to make discoveries by themselves and even discover themselves.; Le but de ce papier est d'étudier si les PoCs sont génératifs d'un point de vue cognitif et social et les méthodes pour atteindre cette générativité. Cette étude contribue à la littérature de quatre champs : preuve de concept, écosystèmes d'innovation, management de l'innovation et développement de nouveaux produits, et gestion en général. Dans ce papier, nous avons adopté une approche de construction de théories basée sur une étude de cas multiples avec des unités d'analyse intégrées. Cela a a été permis par la recherche intervention chez Sismo, un studio de design français reconnu internationalement pour son expertise en matière de PoC. Les principaux résultats de cette étude sont les suivants: (1) Sismo exécute des PoC qui sont certes des "validations" mais qui ont aussi une double générativité et (2) la générativité de l'organisation est plutôt plus forte que celle de l'objet. Leur méthode d’apprentissage par l’action vise précisément à maximiser l’apprentissage, en particulier l’apprentissage organisationnel, à mettre les «acheteurs de la PoC» en action, à les pousser à faire des découvertes par eux-mêmes et même à se découvrir.

International audience; The paper studies the management needs for innovative design in a factory. An experiment launched in the Airbus's factory at Saint-Nazaire shows that an innovative type of design can exist in a factory. It offers long-term solutions for manufacturing and redefines the performance at the shop floor level. The following article questions the management needs for this design. The paper is based on a qualitative and quantitative analysis of 30 cases of design approaches, innovative or more conservative one. The article shows that the composition of the team, the role of the leader and the available means to drive the approach are critical in the management, and differ from the management generally applied in an industrial context (continuous improvement or industry 4.0). It gives keys to the practitioner to consider the management practices adapted to an innovation approach at the shop floor level.

International audience; Despite the importance of new concept development (NCD) literature, the variety and evolution of concepts generated in the fuzzy front end and that lead to the concepts that will be design briefs for new product, technology and radical innovation projects is still misunderstood. In this paper, we propose to address this issue of multiplicity and coherence of emerging concept descriptions in the fuzzy front end at three levels of analysis — cognitive, managerial and strategic — in order to describe the dynamics of conceptual works. We rely on a longitudinal study (8 years) of the innovation capability management in a large established firm, SNCF, the French railroad company. Our main results are i) to give a typology of emerging concept formulations; ii) to elicit a structured process of building a “desirable unknown” for both the firm and involved individuals, that gather three dimensions: cognitive generative power, collaborative attractiveness for new organizations experimentation, and strategic positioning renewal of the firm in quickly evolving environments; and iii) to explicit specific patterns of emerging concept that can improve the performance of design briefs. We thereby contribute to guide practitioners involved in NCD work to reach their innovation goals.

International audience; This paper explores the question of the design activity at the shop floor level. The design activity has been confined for a large part in the design and the methods office. However, a certain form of design adapted to the factory remains. It is necessary to solve the problems that appear during the manufacturing process and to improve the productivity. However another form of design can emerge; it has a stronger impact on the factory, since the rules of the manufacturing system are modified under its effect. The paper studies 21 cases of design in the Airbus factory at Saint-Nazaire. It shows that the design activity does exist at the shop floor level. It characterizes this activity distinguishing two types of design that can co-exist in a factory. It shows that the type of results reached is not the same according to the type of design implemented.

International audience; Intrapreneurship has long been identified as a means to increase the ability of firms to innovate. But can it, beyond exceptional champions, serve as a basis for the development of an innovation function capable of producing sustained radical innovation? In practice, the space of " deviance " left to collaborators for local initiatives favors more problem solving than radical innovation, and duos of champions & sponsors are too few to transform the firm. Can new collaborative technologies, including corporate social networks, that are increasingly used to organize " crowd-based " idea generation processes within firms, help to scale-up intrapreneurship processes? In this article, we analyze a large-scale initiative deployed in a major French bank, Société Générale: the " Internal Startup Call " that involved both collaborators and the top-management team. Through a case study based on collaborative research, we analyze the disruptive potential and the limits associated with this challenge implemented this year during the bank.

International audience; Despite the importance of conceptual formulations for exploratory projects, the variety and evolution of concepts generated in an exploratory project to describe the innovative purpose across the whole innovation process is still misunderstood. In this paper, we propose to address this issue of multiplicity and coherence of concept formulation in exploratory projects at three levels - cognitive, managerial and strategic - in order to describe the dynamics of conceptual works. We rely on a on a longitudinal study (7 years) of the innovation capability management in a large established firm, SNCF, the French railroad company. Our main results are i) to give a typology of seven concept formulations; ii) to show that these are interdependent and part of a structured process of building a "desirable unknown" to impact three dimensions: cognitive generative power, collaborative attractiveness for new organizations experimentation, and strategic positioning renewal of the firm in quickly evolving environments; and iii) to explicit specific conceptual formulation patterns that can improve their performance. We thereby contribute to guide practitioners on building conceptual formulations to reach their innovation goals.

International audience; In several industries, competitive and societal factors have highlighted the need for incubating dedicated radical innovation (RI) capabilities. Traditional approaches to RI strategies have often emphasised either organisational or cognitive aspects, but tend to overlook how these dimensions interact within the organisation. This paper tackles the issue of these interplays by investigating the effects of a creativity-based collaborative method, the KCP Workshops, on the RI capability of a firm. We present an in-depth case study of a leading aeronautics firm that adopted the method to face its RI challenges. While being consistent with prior research and underscoring the impact of organisational settings on creative cognitive processes, our analysis empirically demonstrates a triple capability developed through the KCP Workshops: (1) collectively building a conceivable RI strategy, (2) deploying a monitoring process adapted to the exploration of cognitive breakthroughs, (3) collectively building “emerging creative organisations” at the ecosystem level to support the development of RI strategy. Beyond the performance of the RI capability for commercial applications, these findings underline how the collective design of an RI strategy also involves players in the exploration and establishment of organisational innovations.

International audience; ➢Objectives and theoretical and practical relevance (with Brief literature mapping and key references)Radical innovation (RI) developments suppose a dynamic capability of firm organized within a major innovation system (O’Connor, 08; O’Connor and DeMartino, 2006). Indeed, RI presents the dual challenge for firms to be disruptive from the existent offers on the markets and to require new knowledge to be developed by NPD departments. Researchers and practitioners have proposed numerous methods to support collectives in radical innovation development. Some of them focus on business value creation, — as Business model canvas (Osterwalder and Pigneur, 2010), Blue Ocean Strategy (Kim and Mauborgne, 2005), Design thinking (Brown, 2008), etc. Others deal with the renewal of firms’ skills and associated knowledge management, as TRIZ, ASIT (Horowitz 1999 ; Reich et al, 2012), or most conceptual guidelines referring to best practices, as Open Innovation (Chesbrough, 2006) or innovation-based corporate entrepreneurship (Kelley et al, 2009). Yet, few of them gather with same attention to both renewal processes: thus, weaknesses appear in the strategy making process either in the robustness of the value creation proposal or in the design feasibility. To overcome this complex issue, design theory researchers assumed that Concept-Knowledge (C-K) theory could be used to support such a dual exploration (Hatchuel et al, 2002). Indeed, in this theoretical conceptualization of RI strategies, the Concept space contains proposals of value creation with various degrees of elaboration (“Desirable unknown” that foreshadows the value proposal), while the Knowledge space contains all types properties that could be validated by a repeatable test, even if they are still lacking at the moment of the exploration (“true or false properties” that gathers design parameters of objects). According to (Hatchuel et al, 2014), C-K diagrams are used in industry for innovative projects evaluation, evaluating a portfolio and its positioning, and tuning breakthrough. In this paper, we tackle the issue of C-K practical uses for RI strategy making and develop a protocol to study how C-K diagrams, could be used by practitioners for RI strategy making. In particular, we develop practical guidelines for collective strategy building and test their efficiency with practitioners, who gave us feedback.➢Approach/MethodFrom 2011 to 2014, the authors deployed the protocol on 74 individuals interested in RI development with a C-K theory approach. We trained them to explore disruptive concepts using C-K tools with practical guidelines for the method in order they acquire an ability to propose a radical innovation strategy from their exploration. The process of data collection was always the same during the whole period. First, they were trained during eighteen hours alternating lectures on innovation theory and strategy, and workshops of practical guidelines manipulation on virtual innovation cases. Then, individuals were asked to choose a disruptive concept of their own interest, to explore it by binomial through a c-k diagram mobilizing the practical guidelines, and after that, to write a critical evaluation on the benefits and limits of the method for innovation strategy making. In the paper, we propose an in-depth analysis of the 74 evaluations through quantitative text mining and qualitative analysis of improvement proposals.➢Data/Findings Data are still in analysis but first extractions allows us to assume three main results on the efficiency of practical guidelines: 1/ a large majority of evaluations underlined that using the proposed approach, individuals succeed to collaboratively build and propose a RI strategy; 2/ In the Knowledge base, that support design parameters consolidation, the more effective guidelines concerned bases’ validation rules and systematic modelling of competitive dominant designs; 3/ In the Concept space, guidelines supports the building of new object’s identities (i.e. disruptive proposals) and their gradual value building through the accumulation of desirable properties.➢Conclusion and contribution to the field, Managerial implicationsRI methods used to be seen as focusing mostly (or even solely) on value creation but our research underlined that a C-K based approach with practical guidelines could balance fruitfully this goal with NPD knowledge management issues to support a collective RI strategy making. Moreover, the ability of individual to systemize a robust description of object’s identity (even existent or in design) appears as a key factor for RI strategy emergence and collaborative building. Managerial implications of such a result are numerous as it allows sharing and collectively assessing the potential of innovation fields.

International audience; Ø Theoretical objectives and practical relevance, with key referencesIn a context of intensive and repeated innovation (Wheelwright and Clark, 1992; Le Masson et al., 2010), exploratory projects are needed to identify, share and shape the potential of value creation for future developments of new original products and commercial services (Lenfle, 2014). Despite an increasing interest in innovation management, these collective activities remain hard to manage, especially due to the specific knowledge management it requires: variance-seeking learning during exploratory projects has been underlined as success factor for next business development (McGrath, 2001). Looking for variety, exploratory projects are known to face fastidious and hazardous learning process, thus the main goal of the project is to structure and model the knowledge created on a diversity of possible design paths in an expected innovation field: teams gather knowledge on the value of the unknown (De Meyer et al, 02; Gillier et al, 2015). Contributing to overcome this research gap in innovation management, our research deals precisely with the issue of representing the links of dependences between knowledge pieces coming from individuals, collectives or experiences: how to structure, consolidate and present the links between first scraps of knowledge, even if these scraps are unfocused, undefinable even antagonists, to support collaboration in exploratory projects?Ø Approach/MethodThe theory-building process we propose in the paper build on a single case study (Eisenhardt and Graebner, 2007), conducted within a longitudinal collaborative research (Adler et al, 2004) on innovative capability in SME with Nutriset, a French food company initially specialized in developing and manufacturing products to fight against malnutrition that now expect to develop services for the disease prevention. The case study focuses on the knowledge management of Nutriset’s exploratory project defined as autonomous R&D services platform in Southern countries from December 2015 to September 2016. The exploratory project is still on-going but the first knowledge base was created and consolidated during this seven months’ period.Practitioners and researchers collaborated in experimenting the use of matroid structures (Neel and Neudauer 2009) to model the initial knowledge base through the dependencies and independencies of knowledge pieces gathered in the exploratory project.Ø Data/FindingsMatroids structures were developed in the 1930s by mathematicians to describe linear dependence. However, they were not used in knowledge management until recently. In 2015, researchers on design theory have shown they could be used efficiently with C-K design theory to understand and explicit the dynamics of knowledge subsets (Le Masson et al, 2015). In their last publication, authors explained the CK/Ma model describes “new laws for the dynamics of techniques and helps to build strategic alternatives in the design of techniques” (Le Masson et al, 2016, p22). In the collaborative research, we experimented this new approach to structure knowledge dependencies. We will describe step-by-step how matroids structures were used on Nutriset’s exploration across two main managerial focuses: (i) how the matroidal model supports the variance-seeking learning process; (ii) how the model supports the restitution and sharing of the knowledge gathered during exploration to decide what services will be developed in the future.Ø Conclusion and contribution to the fieldDesign theorists recently proposed the CK/Ma model and highlighted the potential of this new approach for knowledge management in innovative design activities. Our research proposes two main contributions: 1/ we experimented the matroid approach in an industrial project as a KM tool; 2/ we analysed the benefits and limits for exploratory projects management.

International audience; The objective of this paper is to elucidate an organizational process for the design of generic technologies (GTs). While recognizing the success of GTs, the literature on innovation management generally describes their design according to evolutionary strategies featuring multiple and uncertain trials, resulting in the discovery of common features among multiple applications. This random walk depends on multiple market and technological uncertainties that are considered exogenous: as smart as he can be, the ‘gambler’ must play in a given probability space. However, what happens when the innovator is not a gambler but a designer, i.e., when the actor is able to establish new links between previously independent emerging markets and technologies? Formally speaking, the actor designs a new probability space. Building on a case study of two technological development programmes at the French Center for Atomic Energy, we present cases of GTs that correspond to this logic of designing the probability space, i.e. the logic of intentionally designing common features that bridge the gap between a priori heterogeneous applications and technologies. This study provides another example showing that the usualtrial-and-learning strategy is not the only strategy to design GTs and that these technologies can be designed by intentionally building new interdependences between markets and technologies. Our main result is that building these interdependences requires organizational patterns that correspond to a ‘design of exploration’ phase in which multiple technology suppliers and application providers are involved in designing both the probability space itself and the instruments to explore and benefit from this new space.

National audience; Alors que la gestion des projets de R&D et d’innovation est devenue indispensable pour assurer la pérennité et la compétitivité des entreprises, le contrôle de gestion traditionnel représente un véritable danger risquant de considérer le budget R&D comme des « frais fixes » et les projets d’innovation comme des projets de développement. Pour comprendre les risques de cet écart instrumental avec les enjeux contemporains de l’innovation intensive, cet ouvrage présente un éclairage critique des processus de pilotage de la sphère R&D, ainsi que la démarche pour développer une instrumentation de pilotage adaptée aux spécificités actuelles des projets d’innovation et de recherche.L’approche adoptée ici appelle à une mutation profonde des outils du contrôle de gestion. Il s’agit d’une part d’un système de pilotage frugal des ressources de R&D, appuyé par un effet de levier qui lui est spécifique, et d’autre part d’un outil de management des projets d’innovation particulièrement original ; basé sur une approche triangulaire du management par la valeur, il intègre incertitudes économiques, stratégie d’entreprise et adhésion des acteurs compétents.Croisement de l’expérience du directeur du contrôle de gestion des activités de recherche, innovation et design du groupe Renault et d’un chercheur en management de l’innovation de MINES ParisTech, ce livre dresse un panorama des enjeux actuels du contrôle de gestion et du management de la performance des activités de Recherche, Développpement et Innovation.

International audience; How to shape successful ventures; ensure that an entrepreneur’s journey will lead to create viable businesses over time? It is argued that organizations are built on habits and routines in place that are defined as dispositions to follow certain behavioral tendencies motivated by appropriate contexts and environments (Abell et al., 2007; Becker, 2012; Cohen, 2012; Nelson & Sidney, 1982). Prior work stressed that the individual identity, founders’ habits influence the emergence of organizational routines. Bryant (2014) argues that founders can better manage the initial imprinting process thus enhancing a venture’s capacity to adapt.Besides the founders’ identity and their imprinting memories, ventures’ identity is influenced by its corresponding ecosystem. For instance, to promote and ensure firms’ creation, local ecosystems create incubators, co-working spaces oriented to support the entrepreneurship activities. The principal objective is to help premature companies to grow and become independent, strengthen their offer, help them launching their business. For instance, in Europe, the incubation and mentoring offer drastically increased over the last years aiming to produce successful firms that will leave the incubator financially viable and independent. How do start-ups make use of these structures to actually build their identity, shape their routines? With this purpose our research seeks to understand which role the corresponding ecosystems play on the start up’s collective identity creation, definition of its routines and whether and how the ecosystem along with founders ‘strengthen’ ventures identity.

International audience; Malnutrition linked to under nutrition is a cause of 3.1 million child deaths annually. Stakeholders from all over the word, gathered within various organizations, from public to private sector, tend to work together to fight against this disease that affects very vulnerable people. However, these stakeholders are generally highly dependent on numerous geopolitical issues and form together a highly fragmented ecosystem, which appears to be not efficient enough to provide nutrition solutions to all affected children. At the same time, researchers have identified for decades that other forms of malnutrition, such as chronic malnutrition, could also result from dietary habits that are linked to specific sociocultural contexts, which require a radically different approach: instead of treating an easily diagnosable patient, the aim is to prevent and change nutritional habits, and the mass of affected children is much larger. Thus, innovative partnerships beyond NGOs, local actors and public agencies need to be explored, for instance with private actors, to consider new ways to structure such a sustainable ecosystem. And the shift in the understanding of how to treat the disease entails necessarily deep changes in the structuration of an appropriate ecosystem to deal with it, which also highlights the need for a collective capability for innovation.In this paper, we tackle the organizational issue of building a sustainable ecosystem, both robust and innovative, to prevent chronic malnutrition in Southeast Asia. In particular, we study the building of innovative partnerships that contribute to long-term nutrition transition in this area where there international funds alone are not sufficient to support the stunting prevention, and thus private and public actors must work to develop hybrids models.

National audience; En matière de projets territoriaux, la question de la coopération avec les utilisateurs est un thème récurrent de toutes les approches de la décision publique, particulièrement dans le domaine des transports. L'appel à la « participation des habitants » au débat public est considéré depuis les années 80 comme la solution permettant de trouver des compromis acceptables, seuls à même de conserver ou de créer du lien social. Cependant, ce modèle semble de plus en plus incantatoire, voire largement en crise, notamment en raison d’un faisceau de contraintes économiques, techniques et sociales dont la convergence ralentit, voire bloque, le débat public. Pour dépasser ce blocage, notre principale hypothèse de recherche est que les dispositifs de restauration de capacités d’innovation collectives et individuelles sont au coeur du challenge de l’innovation territoriale. Nous montrerons que l’innovation territoriale relève soit d’un modèle 1 de « décision par concertation », soit d’un modèle 2 de « conception collaborative ». Le modèle 1 est plus orienté innovation territoriale « au fil de l’eau » (incrémentale) alors que le modèle 2 est plus orienté innovation de rupture.A l’appui de cette hypothèse, nous faisons le constat que les tentatives de repositionnement des expertises techniques (limiter le « technocratisme ») ou de renforcement des processus de débat public (mobiliser les futurs utilisateurs) ont connu des résultats mitigés (Heurgon & Laousse, 2004). Dès lors, nous avons mis en place des ateliers de conception collaborative, intitulés SpotLAB, sur la thématique des nouvelles mobilités, qui sont des dispositifs territorialisés en Région Picardie (Ligne Amiens-Compiègne) et en Région Bretagne. La notion de nouvelles mobilités a ceci d’utile qu'elle est conceptuellement plus "ouvrante" que celle de transport et donc plus susceptible d’être un objet de conception pertinent. Le transport, quant à lui, relève d’une machinerie dont la conception est plutôt l’apanage de spécialistes et de disciplines techniques particulièrement réglées et routinisées. La part d'inconnu du champ des "mobilités" les rend potentiellement attractives pour des concepteurs, experts et profanes, mobilisables dans le cadre d’une démarche de conception collaborative. Il est à noter que les mobilités interviennent sur des territoires dont la définition et les limites sont elles-mêmes à concevoir de la même façon que la participation des acteurs.Sans prétendre à l’exhaustivité sur des questions complexes, nous présenterons dans une 1ère section le contexte de la recherche avant de proposer un cadre conceptuel à 3 volets dans la 2ème section: la « reliance sociétale » (Bolle de Bal, 2003) comme une dimension fondatrice de la décision collective, les parties prenantes de conception pour des projets publics et, enfin, les Ateliers KCP comme des éléments constitutifs des dispositifs collaboratifs de conception innovante pour des projets territoriaux. Dans une 3ème section, nous ferons état de deux recherches-interventions menées en Régions Picardie et Bretagne dont nous exposerons et discuterons les principaux résultats dans une 4ème partie. Enfin, dans la partie conclusive, nous avancerons quelques éléments pour apprécier la généricité du présent travail.

International audience; Confronted with the need to improve their innovation capabilities in an increasingly holistic context, companies are creating new forms of collaborative organizations to collectively explore potential radical innovation fields. In this paper, we propose a study of the nature of these new collectives for innovation through two managerial patterns: objects of collaboration and organizational mechanisms of co-ordination. This research is based on longitudinal collaborative research with the French carmaker Renault and analyses the Renault Innovation Community, whose members participated in original collaborative initiatives to stimulate the industrial ecosystem of mobility and support the potential emergence of new ecosystems. The main resultsof the empirical research emphasize that: (1) tasks of collaboration favour a focus on the regeneration and dissemination of sociotechnical imaginaries rather than on societal expectations, and (2) organizational mechanisms of collaboration exceed open innovation logics to focus on the collective creation of favorable conditions for the emergence of new industrial ecosystems.

International audience; Ce coffret propose un support à la formation à la conception innovante reposant sur les travaux de la chaire Théorie et Méthodes de la Conception Innovante de Mines ParisTech, avec le support du pôle MosaiC d’HEC Montréal. L’enjeu de cette formation est d’amener à maîtriser les modélisations des raisonnements de conception innovante, à mobiliser les formalismes de la théorie C-K et à savoir agir en situation de conception innovante.Conçue en huit grandes séances thématiques, la formation couvre trois axes majeurs : (1)les bases théoriques de la théorie du raisonnement de conception et des régimes de conception, notamment la théorie C-K ;(2)le rôle de la connaissance dans les processus de conception ;(3)l’organisation de la conception innovante, y compris les techniques d’animation nécessaires au management de collectifs de conception.Chaque séance est l’occasion d’introduire des concepts théoriques nouveaux, de les ancrer dans les travaux de recherche récents et de les illustrer. Des exercices sont proposés pour mettre en application les principes exposés et pour stimuler des échanges et des questionnements. Des ateliers sont l’occasion de mobiliser les acquis dans des contextes réels, avec des éléments de support permettant de mieux cerner les enjeux et les difficultés potentielles des situations de conception innovante. Des synthèses concluent chaque séance pour mettre en valeur les points majeurs à retenir.

International audience; C-K theory has been developed by Armand Hatchuel and Benoit Weil and then by other researchers since 1990s. In this paper we show that its very abstract nature and its high degree of universality actually supported a large variety of industrial applications. We distinguish three types of applications: 1) C-K theory provides a new language, that supports new analysis and descriptive capacity and new teachable individual models of thoughts; 2) C-K theory provides a very general framework to better characterize the validity domain and the performance conditions of existing methods, leading to potential improvement of these methods ; 3) C-K theory is the conceptual model at the root of new design methods that are today largely used in the industry.

International audience; De sa fondation par Joseph Szydlowski, entrepreneur innovateur par excellence, à 2009, Turbomeca, leader mondial de la turbine à gaz d’hélicoptère,dut plusieurs fois renouveler radicalement ses capacités d’innovation. En effet, pour rester compétitive et répondre aux changements de son environnement, cette entreprise de haute technologie a initié de nombreux bouleversements organisationnels. Quels sont aujourd’hui les enjeux d’innovation auxquels doit faire face Turbomeca pour surmonter les nouveaux défis techniques et sociétaux posés aux transports aériens ?

International audience; We studied the management of internal R&D stakeholders and their involvement dynamics in breakthrough R&D projects. Building on a longitudinal research partnership with a global car manufacturer since 2005, this research highlights the important dynamics of involvement among internal R&D stakeholders in the engineering development organization. Some stakeholders — who served as experts, innovation design strategists or internal collaboration strategists — succeeded in involving the individuals needed for the project’s progress, sometimes generating an over-commitment. The success of the rationale of these stakeholders on engineering resource involvement depended on the perceived legitimacy of their owners.

International audience; Creative thinking is not always a flawless process and obstacles can constrain the ability of individuals, teams and firms to formulate innovative proposals. Many methodologies have been proposed to enhance creative capabilities in organizations, yet their efficiency usually requires the investment of many resources. Building on the notion of nudge, this paper aims at exploring frugal strategies to stimulate creative ideation in the early phases of product development. We conducted an experiment to explore the potential nudging of creativity during an ideation session. We show that labelling individuals as being very creative has a performative impact on the type of ideas produced by individuals

International audience; Organizing for idea generation is a recurring challenge in intensive innovation contexts. The literature on ideation has reached a compelling consensus on the features that such organizational devices must possess to support sufficient creativity: learning processes and a creative climate of confidence to promote collaboration. However, current practical methodologies struggle to simultaneously realize these two features. In this paper, we explore the potential of Serious Games, a collaborative tool that has been used since the 1960s to facilitate learning processes through the simulation of reality and a role-playing game, to induce an immersive experience and, more recently, to support the ideation process. To do so, we conducted an exploratory case study using a Serious Game to support ideation in a French medium-sized business. We then assess the strengths and areas for improvement of this Serious Game with respect to an ideation performance framework based on the existing literature. Our findings show that Serious Games are efficient tools for supporting existing knowledge exchange between participants and collaboration by providing a creative climate, but they may not sufficiently support learning of the external knowledge required to attain high levels of originality. Accordingly, we discuss some crucial parameters to be further explored to allow for the effective managerial use of such methodologies, such as the finetuning of the knowledge content that serves as a basis for the game.

International audience; Value creation and the companies’ value propositions have long been the centre of managers’ concerns. Although increasing work is done on creating value with the customer, value creation at the ecosystem level is less studied. This is particularly the case in innovation contexts. Through the study of two cases in strongly regulated business-to-business (B2B) markets, one on a public transports operator and one on a systems assembler in the aeronautic sector, we analyse how projects on radical innovations are efficient levers to investigate the mechanisms of value creation for several actors. We propose a model of these regulated B2B markets - complex value networks - and show how the value evaluation framework was changed by a business model innovation, evolving to take into account the value for several actors of the ecosystem. We furthermore describe how major innovation in product design challenges the existing regulations, allowing companies to propose or sustain innovative regulations, and changes relations in the value network, sustaining the emergence of new partnerships.

International audience; Traditionally perceived as a support of existing or latent imaginaries (Borup et al., 2006) technical objects can also support new imaginaries pre-determined by designers (Verganti, 2013) (Hatchuel, 2013) (Le Masson et al., 2011). This article suggests another approach: to consider technical objects as generative products (Brown et al., 2010) of new imaginaries non previously determined. How to evaluate the creation of new imaginaries? What are the potential advantages for an industrial firm in its innovation strategic management?

National audience; Cette recherche vise à approfondir la question de la construction de l’identité d’entreprise dans le contexte des start-ups. Plus particulièrement, il s’agit de comprendre les liens entre les différents facteurs d’influence (identité des entrepreneurs, écosystème) dans le cas où le cadre de référence identitaire est à constituer et où les entrepreneurs luttent pour identifier l’écosystème qui enrichira la construction de leur identité d’entreprise.Cette recherche repose sur l’analyse d’une étude de cas sur la création de la start-up SoScience, entreprise de Recherche sociale et solidaire, par deux entrepreneures. La méthodologie, reposant sur des entretiens semi-directifs approfondis et l’analyse de données secondaires, vise à mettre en évidence le parcours de la construction de l’identité d’entreprise de cette start-up. Cette étude de cas nous permet de mettre en évidence deux résultats principaux. Tout d’abord, il apparaît que l’identité d’entreprise résulte d’un processus itératif et adaptatif mobilisant l’identité de l’entrepreneur, l’écosystème de la start-up et les constructions identitaires intermédiaires. L’interaction entre ces différents éléments fait évoluer le périmètre de l’identité d’entreprise dans un processus d’apprentissage de l’entrepreneur confronté à des éléments de l’écosystème plus ou moins réceptif au projet entrepreneurial. De plus, l’identité d’entreprise s’affirme par adhésion, modification ou au contraire rejet des références identitaires de l’écosystème. Le rejet d’une référence identitaire permet de renforcer le positionnement des entrepreneurs par affirmation des fondamentaux vis-à-vis des parties prenantes externes tandis que l’adoption d’une référence identitaire conduit et spécifie le positionnement de la start-up au sein du champ de référence. Ces deux résultats nous permettent de discuter le rôle de certains objets d’interaction dans le pilotage actif de la construction de l’identité d’entreprise.

International audience; Radical innovation is becoming essential to insure firms stay competitive. Nevertheless, R&D departments struggle to achieve systematic innovation processes. The management of an innovation field requires adapted tools to the diversity, broadness and flexibility of the generation of innovative ideas. To face this challenge, we propose the use of a set of visual tools. These allow the abstraction of three fundamental innovation field dimensions: 1) the nonlinearity of the ideation process; 2) the degree of maturity of a technology and 3) the stakeholder diversity of an ecosystem. We propose an Innovation Map, a synthetic tool grouping several visual representations that allow describing these three dimensions of an innovation field. Having all aspects simultaneously described by a tool is enriching since it makes it possible for the visual representations to complement each other. This managerial tool was applied inside Renault, in the automobile sector, for the mapping of the electric vehicle charging, a strategic field in electric mobility. We tested the tool with several internal R&D stakeholders of the innovation field having different profiles and responsibilities. They perceived the Innovation Map as a useful tool to point out and share various strategic aspects of an innovation field, as well as establishing potential partnerships. This collaborative research is a first step towards the establishment of a visual language framework that managers can apply to communicate, organize and understand an innovation field.

International audience; Despite literature has widely investigated the logics of ideation, at early stages of innovation and product development processes (Bjork and Magnusson, 2009; Boeddrich, 2004; Girotra et al., 2010), very few contributions deal with the very starting point of the ideation process, i.e. the initial theme given to workshops participants. Nevertheless, scholars' works on the nature of stimuli and examples (Smith et al.,1993; Ward et al., 2004) underlined they could generate heterogeneous effects on the efficiency of the ideation stage. Moreover, whereas efficiency criteria for creativity sessions are well known (fluency, flexibility, originality, elaboration), creativity techniques focus on the improvement and monitoring of ideation management: the problem of designing the initial theme is seldom included in the design parameters of creativity sessions, as if it was not considered as an issue in research on creativity management. Yet, one consequence of the above mentioned literature results is that it should be a key efficiency factor: the formulation could play a key role in conditioning cognitive involvement of individuals and managerial goals achievement. This paper focuses on this specific problem of formulating an efficient theme for a creativity session and its implications on cognitive involvement of facilitators and participants, and the achievement of managerial goals of the session. Based on a single case study led through collaborative action research with the French postal service operator, our research analyses the impacts of the formulation in three innovative-oriented creativity workshops the authors have organized and steered from May to October 2013. The three workshops themes were built to experiment the impact of the theme formulation on: 1/ creativity techniques efficiency according traditional criteria and facilitators' cognitive involvement; and 2/ participants' satisfaction assessed through their ability to link the theme, thus the generated ideas, to the company's innovation strategy. The exploratory study confirms that the formulation of the theme has important consequences, both cognitive and managerial. A first set of results suggests two main dimensions to describe the nature and structure of a theme naming: the accuracy level of the formulation and the degree of conceptual tension. A second set of results is about concrete reasoning when designing the theme and implementing in the formulation links to the firm's strategy. A third set of results is about consequences of theme formulation on the way the creativity session is designed and steered. Key dimensions include: 1/ The degree of cognitive implication of facilitators; 2/ The nature of stimuli and idea generation techniques used during the session (generic versus custom-made); 3/ The degree of commitment of the actors (designers of the theme, facilitators and participants) to the organization's strategy, i.e. to what gives value to the output of the creativity session.

Organizing for idea generation is a challenge for firms that face intensive innovation challenges. Many methodologies have been proposed to help teams generate creative ideas, however few studies aim at assessing the performance of ideation methodologies. We suggest that such gap in the literature remains due to a lack of analytical framework to describe, evaluate and even compare idea generation methodologies. The aim of this paper is to propose such framework: we build on the existing literature on ideation to propose that any tool or method supporting idea generation should be evaluated on its capability to support (1) the interactions among actors, (2) the creativity of the generated ideas and (3) the management of both new and already existing knowledge. We then apply this framework on one specific idea generation methodology, a Serious Game, consisting in giving participants specific profiles and instructing them to develop innovative proposals that hold value for the role they impersonate. Our framework allowed to identify the strengths and areas of improvement of the Serious Game and made it possible to reflect on the potential of this ideation methodology. The framework proposed in this paper would enable practitioners to assess the performance of different idea generation methods in order to help them choose among a panel of existing tools depending on the goals and contexts in which they are used. This article describes as well a characterization of Serious Games, which is a methodology that has been gaining momentum for the last few years but that still lacks academic work.

International audience; Dynamic capabilities have been discussed as a way to achieve competitive advantage. However, research on the building of dynamic capabilities is still scarce. This article tackles the issue of potential federative guidance to manage this building and illustrates it through the low cost approach adopted by a public transport operator. Resulting of an oriented creativity method combined with the use of two divergent strategies of low cost product development, the company was able to make several improvements that contributed to build dynamic capabilities at both firm and industrial ecosystem levels: (1) reviewed its managerial system, making transversal projects that were previously hard to be launched; (2) increased its absorptive capability and quality of interaction with ecosystem's stakeholders, better targeting and acquiring external knowledge through collaborative explorations; and (3) dealt with the external barriers and core-rigidities at both firm and industrial ecosystem levels through two different and complementary ways of developing low-cost offer for public transport. Thus, low cost approach appears as an eligible federative guidance to build dynamic capability, similar investigation could benefit to other firms.